Client Stories
Specific outcomes from real engagements — names changed where clients requested confidentiality.
The governance review surfaced a voting deadlock we had politely ignored for years. The report gave us language to discuss it without anyone feeling accused. Implementation took longer than we hoped, but the framework held.
Lin Wei-ChenManaging Director, Lin Precision Components, Taichung
Our father still signs every purchase order above NT$50,000. Camelliafield helped us draft a delegation matrix the whole family could accept — including my father, which was the hard part. The matrix is taped inside his desk drawer; he refers to it more than I expected.
Huang Mei-LingOperations Lead, Huang Brothers Food Processing
I appreciated that they did not push a one-size template. They spent time in our warehouse and sat through a full monthly owners' meeting before writing anything. My only reservation is that the report was dense — my uncle needed a one-page summary, which they provided after we asked.
Chen HaoCo-owner, Chen Maritime Supplies, Kaohsiung
James ran three succession sessions for our family. By the third session we had a written timeline for my brother's transition to general manager and a plan for keeping our finance director through the change. The sessions were tiring but necessary.
Wu ShufenBoard Member, Wu Industrial Packaging, Hsinchu
Coaching helped me stop cc-ing my mother on every email to the production team. Six months in, I run weekly ops meetings she does not attend — and she trusts the minutes I send her on Monday mornings.
Tsai Yu-JenPlant Manager (2nd generation), Tsai Metalworks
Case note: Dividend policy for a three-branch family
Situation: A Tainan-based food processing company with three family branches (founder's children) had operated for 22 years without a written dividend policy. Annual distributions were negotiated each Lunar New Year, creating tension between branches with different family sizes.
Engagement: Family Governance Review over four weeks, including interviews with all nine adult shareholders and the external accountant.
Outcome: A dividend policy tied to retained earnings thresholds, approved at a family assembly in March. First-year distribution followed the new formula without dispute. The family retained Camelliafield for quarterly check-ins during the first year of implementation.
Case note: Preparing a daughter for the general manager role
Situation: The founder of a 45-person electronics components firm planned to step back within 18 months. His daughter had returned from overseas with an engineering degree but no management experience. Senior staff were loyal to the founder and uncertain about the transition.
Engagement: Succession Planning Sessions (three half-days) combined with six months of Operational Coaching for the daughter.
Outcome: A phased handover plan with the daughter assuming supplier relationships first, then production scheduling, then full P&L responsibility. Two senior managers received retention bonuses tied to the transition timeline. Handover completed on schedule.